Ch 4 - Individual Values, Perceptions, and Reactions (EXAM 2)

Forms of Organizational Fairness: Interpersonal Fairness

the perceived degree to which people are treated with respect by those who execute procedures or determine outcomes

Forms of Organizational Fairness: Informational Fairness

the perceived extent to which employees receive adequate explanations about decisions affecting their working lives

Forms of Organizational Fairness: Distributive Fairness

the perceived fairness of the outcome received

Forms of Organizational Fairness: Procedural Fairness

the perceived fairness of the procedures used to generate the outcome perception of a low a level of procedural fairness may lead to withdrawal from work and lower performance perception of a high level of procedural fairness reduces risk of negative reactions

Perception

the set of processes by which an individual becomes aware of and interprets information about the environment

Perception Errors: Categorization

the tendency to put things into groups and then exaggerate the similarities within and the differences among the groups

Engagement is enhanced when employees...

- have clear goals and roles - have the resources needed to do a good job - get meaningful feedback on their performance - are able to use their talents - are recognized for doing a good job - have positive relationships with coworkers - have opportunities to learn and grow - have supportive leadership

Emotions...

- influence how we perceive the world - help us interpret our experiences - prime us to respond

What ways can we feel committed to an employer?

1. Affective Commitment: positive emotional attachment to the organization and strong identification with its values and goals 2. Normative Commitment: feeling obligated to stay with an organization for moral or ethical reasons 3. Continuance Commitment: staying with an organization because of perceived high economic and/or social costs involved with leaving

Why attitudes change

1. Availability of new information 2. Changes in the object of the attitude 3. Object of the attitude becomes less important

How to reduce cognitive dissonance?

1. Change the conflicting attitude 2. Change the conflicting behavior 3. Reason that one of the conflicting attitudes or behaviors is not important in this context 4. Seek additional info to better reason that the benefits of one of the conflicting attitudes or behaviors outweigh the costs of the other

Why is understanding the role of emotions important to organizations?

1. emotions are malleable so managers/employees know how to positively influence their own emotions and the emotions of others 2. emotions influence creation and maintenance of our motivation to engage or not engage in certain behaviors 3. emotion can influence turnover, decision making, leadership, helping behaviors, and teamwork behaviors

How Values Differ Around the World

1. traditional vs. secular-rational values: contrast b/w societies where religion is very important and those in which it is not 2. survival vs. self expression values: contrast b/w societies that emphasize economic and physical security and those that emphasize subjective well-being, self-expression, and quality of life

The Stress Process (Selye)

General Adaption Syndrome (GAS) - identifies three stages of response to a stressor: alarm, resistance, exhaustion - sources: (1) eustress - pleasurable stress accompanying positive events, (2) distress - unpleasant stress accompanying negative events

What factors have the greatest influence on job satisfaction?

The work itself (satisfaction with), personality, attitudes, and values

Are happy employees more productive employees?

Yeah

Employee Engagement

a heightened emotional and intellectual connection that an employee has for his/her job, organization, manager, or coworkers that, in turn, influences him/her to apply additional discretionary effort to his/her work

Stress

a person's adaptive response to a stimulus that places excessive psychological or physical demands on him/her

Attitudes

a person's complexes of beliefs and feelings about specific ideas, situations, or other people

Affect

a person's feeling toward something; stable dispositions to behave a certain way

Cognitive Dissonance

an incompatibility or conflict between behavior and an attitude of between two different attitudes (ex. people who smoke)

Basic Perceptual Processes: Stereotyping

categorizing or labeling people on the basis of a single attribute

What are the structural components of attitudes?

cognition, affect, and intention

Intention

component of an attitude that guides a person's behavior

Negative Effects

comprises feelings of being upset, fearful, and distressed

Intrapersonal Value Conflict

conflict between the instrumental value or ambition and the terminal value of happiness; one person holding conflicting values

Three Rules to Determine Internal vs External Attribution

consistency, distinctiveness, consensus

Cognition

the knowledge a person presumes to have about something

Organizational Fairness

employees' perceptions of organizational events, policies, and practices as being fair or not fair

Forms of Organizational Fairness: Interactional Fairness

encompass both interpersonal and informational fairness low IF can lead to... - resentment of supervisor/organization - expressions of hostility - negative work behaviors - ineffective organizations communication

Perception Errors: Contrast Effect

evaluating someone by comparing them with recently encountered people

Managing Stress in the Workplace: Individual Coping Strategies

exercise, time management, support groups, role management, relaxation

Attribution can be due to the environment because of _______________________

external factors

Perception Errors: Halo Effect

forming a general impression of something or someone based on a single characteristic

Balancing Work-Life Linkages

importance of long-term versus short-term perspectives; significance of evaluating trade-offs between values

Most Common Consequences of Stress

individual consequences: behavioral, psychological, medical organizational consequences: performance, withdrawal, attitudes, burnout

Managing Stress in the Workplace: Organizational Coping Strategies

institutional programs: design of jobs and work schedules, fostering healthy work culture, supervision collateral programs: organizational programs specifically created to help employees deal with stress

Emotions

intense, short-term physiological, behavioral, and psychological reactions to a specific object, person, or event that prepare us to respond to it four important elements - (relatively) short-lived - directed at something/someone - experienced - create a state of physical readiness through physiological reactions

Attribution can be due to the individual because of _______________________

internal factors

Fundamental Work-Life Relationships

interrelationships between a person's work life and personal life

Conflicts among Values

intrapersonal, interpersonal, individual-organization

Key Work-Related Attitudes

job satisfaction, organizational commitment, and employee engagement

Attitude vs. Emotion

judgement about something vs. experienced or felt long lasting vs. short-lived

Interpersonal Value Conflict

occurs when two different people hold conflicting values

Most Common Causes of Stress

organizational stressors, life stressors

Types of Values: Instrumental Values

our preferred means of achieving our terminal values of our preferred ways of behaving; influence how we get to what we want to accomplish; stronger the instrumental value, the more we act on it

Self Handicapping

people create obstacles for themselves that make success less likely obstacles provide external explanation for failure, thereby preserving one's sense of self-competence

Types of Values: Terminal Values

reflect our long-term life goals, and may include prosperity, happiness, a secure family, and a sense of accomplishment; influences what we want to accomplish

Positive Affect

reflects a combination of high energy and positive evaluation characterized by emotions like elation

Job Satisfaction

reflects our attitudes and feelings about our job; the extent to which a person is gratified or fulfilled by his or her work

Organizational Commitment

reflects the degree to which an employee identifies with the organization and its goals and wants to stay with the organization

Types of Values: Extrinsic Work Values

relate to the outcomes of doing work

Types of Values: Intrinsic Work Values

relate to the work itself

Affectivity

represents our tendency to experience a particular mood or to react to things with certain emotions; two types - positive and negative

Basic Perceptual Processes: Selective Perception

screening out information that we are uncomfortable with or that contradicts our beliefs

Perception Errors: Projection

seeing one's own characteristics in others

Moods

short-term emotional states that are not directed toward anything in particular

Workplace Stress Factors

task demands, physical demands, role demands, interpersonal demands

Trust

the expectation that another person will not act to take advantage of us regardless of our ability to monitor or control them

Perception Errors: First Impression Bias

the inability to let go of first impressions, particularly negative ones

Attribution

the way we explain our and others' behaviors and accomplishments

Values

ways of behaving or end-states that are desirable to a person or to a group; can be conscious or unconscious "embedded thoughts manifested in ways that we behave" - John Hogan

Individual-Organization Value Conflict

when an employee's values conflict with the values of the organization; lower individual-organization VC leads to greater job satisfaction, higher performance, lower stress, and greater job commitment